The IEEE EMR, the IEEE Technology and Engineering Management Society (TEMS) journal of practice, will transition to original content in 2018. EMR serves those who manage technology, engineering and innovation.
The intended audience includes those who:
Have an interest in management as a profession
Manage the activities of engineers and related technology professionals
Hold managerial or strategic leadership responsibilities
Seek upward-bound opportunities as technology professionals
Prepare for leadership responsibilities in managing engineering, technology and innovation
Manage programs and projects
Operate in a global environment
The EMR, a journal of practice, presents state-of-the-art thinking and practices from original contributions that are based on technological developments, actual practice, or strong academic theoretical foundation.
Surveys have shown that the EMR is a highly respected and valued journal in providing insights in management of engineering and technology in a worldwide economy. An IEEE survey in 2014 showed the EMR ranking right under the Harvard Business Review.
The EMR is published quarterly in March, June, September, and December.
We encourage original submissions from thought leaders in practice and academia. The journal structure is group into eight topical engineering management departments with an assigned associate editor to each.
These departments and topics fit within the “TEMS… people enabling product success …” vision:
Moving Product/Services from Idea to Market
Technology, Innovation Management, and Entrepreneurship (TIME)
Identifying and Implementing Successful Projects, and Systems
Models and Methodologies
Manufacturing and Supply Chain Systems
Integrating Technology for Capability and Productivity
Developing from Engineer to Leader
People and Organizations
Leadership and Strategy
Balancing the Norms of Society, Government, and Regulators
We look forward to publishing a broad variety of submissions including critical analyses, case studies, practical implications of empirical studies, practical applications, technology forecasting, and insights from analytical modeling.
Technology Managers Notebook – 500-2000 words
Shorter Articles and Case Studies – 2000-4000 words
The information technology (IT) department seeks to capture and describe the development and impact of contemporary Information systems on various elements of business and society. To this end, we welcome articles from all areas of IT, including those relating to policy, organizational strategy, infrastructure and development, and implementation. Articles can follow any methodological discipline. EMR’s readership consists of both academicians as well as practitioners, and hence, we encourage submissions of practice- and research-based papers that provide insights to the diverse and practitioner audience of the journal.
The Leadership and Strategy department equips practicing engineering managers to grow in their leadership and strategic skills so that they may confidently and effectively move their organizations forward into the future. We accomplish this mission by offering timely knowledge and wisdom that is based on a sound foundation, and which can be readily implemented by practitioners. Leadership and strategy are synergistic: both involve change, and they can encompass change in people, processes, and products. Therefore, we explore these topics with a systemic or holistic approach. We do so in a way that avoids prescriptive approaches and enables professionals to understand both the foundations and application of leadership and strategy.
Original methodological contributions that introduce and/or apply new models and methods to tackle real world engineering management problems are encouraged for this department. Models and methodologies include – but are not limited to – analytical models and optimization tools, multi-criteria decision making approaches, simulation models, decision support tools, empirical field experiments, soft systems methodologies, soft computation, and surveys-based approaches such as discrete choice models.
The mission of this department is to explore the people and organizational basis for innovation management. Organizational structure and human resources concerns are critical to effective engineering management. The topics in this area include how scientists and engineers innovate. The role of top management and top management teams with respect to technology and innovation management. There is an encouragement to cover topics related to the organizational context for autonomous innovation, cross functional interaction and innovation, globalization of innovations, and informal organizational mechanisms for innovation.
Supply Chain and Project Management – Christopher McDermott (firstname.lastname@example.org)- Rensselaer Polytechnic Institute (RPI), USA.
The effective management of supply chains and projects is increasingly critical to business success, as organizations and their value streams become more global as well as technologically complex and integrated. Articles published in this section aim to provide insights for professionals and engineering managers tasked with guiding their organizations through the complex challenges in these key areas. We aim to publish original practice and research investigations that disseminates knowledge and skills associated with the successes (and failures) of innovative techniques to tackle real problems managers face.
Sustainability – Stephan Vachon (email@example.com) – Western University, Canada.
Sustainability can be defined as the consideration of the triple bottom line ― social, environmental, and economic ― in decision making not just in for profits corporations but in all types of organizations. This department seeks papers that presents technologies or innovation that improve environmental and social practices or performance while maintaining an adequate level of economic performance. Engineering and technological solutions pertaining to product eco-design, energy efficiency, waste reduction, or resource conservation are all relevant for the department. Social challenges such as workers’ health and safety, water accessibility, or population well-being (e.g., security, affordable housing…) are also pertinent to this department.
Technology, Innovation Management, Entrepreneurship – Ali Yassine (firstname.lastname@example.org) – American University of Beirut, Lebanon.
We seek to build a deep understanding of the management of innovation in existing organizations of all sizes, as well as of entrepreneurship as it pertains to venturing in the technology sector. Original papers of practical nature are welcome on issues essential to sound management of technology, innovation, and entrepreneurship including new development, implementation, trends and strategy, as well as state-of-the-art reviews and outlook for future research directions in the field.
Technology and Engineering Managers Notebook – Jason Hui (email@example.com) – Elbit Systems of America, USA.
The focus of this department is on issues, challenges, and lessons learned encountered by technology and engineering managers and leaders concerning current engineering practice and technology developments*. General topics include, but are not limited to, leading people and organizations, managing engineering resources, project and delivery management, and technology and innovation directions for the 21st century. Published articles are typically shorter vignettes and are intended to spark discussion and feedback.
* Technology development papers may fit under the shorter paper or technology manager’s notebook topical areas.
Assume a new disruptive technology is forecasted to be developed (e.g 5G technology) an article may contain the following outline:
1. What is 5G about – an introduction
2. 5G core technologies and their evolution – a discussion with some technical depth about the technical elements expected in 5G. Focused on both the carrier audience and application audience.
3. Expected applications to be enabled by 5G over prior technology – what application areas have shown interest in 5G and why including medical, transportation, and other industries. This is to draw the non-carrier application business attention that engaging in 5G is not just for the carrier business.
4. Where are current challenges facing technology managers.
The article should attract the attention, for example, of a business leader with a technical background who makes decisions related to company resources.